Wy: isis ieee Nae This booklet is designed to help you understand your results on the Myers-Briggs Type Indicator® (MBTI*) assessment and how you can use them to optimize success at work. “The MBT assessment provides a useful method for understanding people by identifying 16 Myers-Briggs” personality types. The personality types arise from the four pairs of opposite preferences shown at right. Each preference is inaicated by letter. ‘Although each of us can and does use al ofthe preferences at least some of the time, people typically find one in each pair more cornfortable and natural than {Mie FOUR MYERS-BRIGGS® PREFERENCE PAIRS. The way you direct and eecelveenersy EXTRAVERSION > people who prefer Extraversion tend to direct tlt revay toward the outside world and get eneraized by interacting witn people and taking action. Tae wey youtake ininfermation sensinc FEE Sensing tend taken nation ea tangtethey focus on what wReypereave ang ine re sees its opposite. Your four preferences~your choice from ‘each pair of oppasites—make up your four-letter -Myers-Briggs type. The four pairs of preferences describe four different aspects of personality, as shown below. Oo EXTRAVERSION (8) or INTROVERSION (0) ‘Opposite ways to direct and receive energy oer SENSING (S) or INTUITION (NY Opposite ways to take in information Oe “THINKING (7) cr FEELING (F) ‘opposite ways to decide and come to conclusions en eee SUDGING (3) oF PERCEIVING (P) ‘Opposite ways to approach the outside world INTROVERSION, people who prefer introversion end to direct their thergy toward ther inner wor'd and get energized by rellecting on their ideas, memories, and experiences. INTUITION, People who prefer Intuition tend to take in information by seeing the big picture, They focus mainly on the patterns ond inkerralaionships they perceive a way you decide and come to contusions THINKING. “> people who preter Thinking typically base theit Gecisions and conclusions on logic with accuracy {nd objective trath te primary goats. ‘The way youapproach the outside world supains <> opt ino preter suscing tical approach te Crown decisveness and tend to tke planning ‘nd closure te iG People wito prefer Feeting typically base their decisions End conclusions on personal and social values, with Understanding ang harmony the primary goals. @ senses, People who prefer Perceiving typically approach the thon wth enbiity ae tend to ike spontaneity and ‘openness. -to nis aupeaton and confusion, the eter Wf used for Intuit because heer slgifesinrovrsion‘The MBTI assessment has been used for many years with caution and ineividually verified, You will want to by organizations around the globe, including etermine the tyne that comes closest to describing you + Small businesses and large multinational ‘This probably is the same type you reported on the MBT! corporations « Service and manufacturing companies Consulting and traning services firms Government agencies Established businesses and new entrepreneurial ventures © Educational and healthcare institutions 7 ‘assessment, although this is nat always the case. You can se this booklet to help you find the personality type that best fits you. ‘The MBTI assessment helps people in organizations 1 © Understand themselves and their behaviors enterallexterior imteral/intenor Appreciate others and make constructive use ousce aves, reas pa of individual differences cate tmougits ox seep shouanis in bresath dest + Approach problems in itferent yet heathy involved wth people things work wk das, houohs ways and thus be more productive imeracon concentration action fection Organizations use the MBTI assessment to ° the MBTI asses do-think-do thinkedo- think Make the most of their talent ee Leverage individuals’ natural strengths. The way you take In information Improve teamwork SENSING (S) TUITION (8) » Understand and adapt to differences in present orientation {ture possibities leadership/management styles what ireal what cout be «Increase communication effectiveness practical ‘theoretical ‘Assist in career development frets inspirations s ae perfecting established skils learning new skis nage conflc uaisy novelty Coach individuals step-by-step insight-by-insight ~ Design training activities the tve senses the siath sense, a hunch Recognize employees’ unique contributions = Develop employees’ skills in creativity, time Peaobeamt mess management apd merares THINKING ae opener wate ‘Te Mar assessment was developed by label Bios wee as hers ard her moter Ketan Cook Biggs basedon abet wet the personality type theory proposed by psychologist ee mercy Carlung Asyouesporeyour Myer-Briggspersonatty Gu ni ‘ype: remember tat he MAT assesment aad ona » Describes rather than prescribes itis used to open, firm but fir compassionate possibilties, not iit options ~ —_________—- » Identifies preferences, not skils, abilities, or competencies SURGING (3 PERCEIVING (P) + Assumes that all preferences are equally important Gecige about information attend to/gather information | and valuable, and are used by every person regulate flow © Is research based ang well documented with controt adaat thousands of scientific studies seitled tentative |s supported by ongoing research ee Me eee Because the results on the MBTI assessment are closing off veer vo ‘organized exible subject to a variety of influences (e.g.. work tasks, family demands, and/or cultural norms), they need to be treatedThe eight MBTI preferences are described here in three ways «© By presenting alist of characteristics commonly associated with each preference (see p. 2) « By examining the effects of the preferences in work situations (see below) LUke participating actively in a variety of tasks May become impatient with long, slow jobs [Are interested in the activities involved in your work and in haw other people do them ‘Act quickly, sometimes without thinking Welcome aisruptions when working on a task Develop ideas by aizeussing them with others Like having people around and working on teams Like using experience and standard ways to solve problems Enjoy appiying skis you've aeady perfected Selaiom make errors of fact but may ignore your inspirations Like todo things you view as practical Like to present the detalls of your work st Prefer continuing on with the way things are, wit fine-tuning Work step-by-step or piece-by-piece, accurately estimating the time needed se logical analysis to reach conclusions ‘Can work without harmony, concentrating instead on the tsk Upset neonle inadvertently by overlooking their emotions Decide impetsonally, sometimes paying insufficient attention topeople’s wishes “Tens to be frm-minded and ready to offer eritiques Look atthe principe volved inthe situation ‘Want recognition after task requirements are met or exceeded ‘Work best when they can plan thelr work and work their plan Enjoy organizing and finishing tasks Focus on what needs to be complete, ignoring other things Feel more comfortable once a decision has been made about sthing, situation er person Decide quickly in your desire for closure Seek structure and schedules Use lists to prompt setion on specie tasks + By looking at how the preferences affect communication (see p. 4) [As you read this chapter, you may find it helpful to highlight al the words and phrases that apply to you and see which preferences describe you best Like quiet and private space for concentration “Tend to be comfortable working on one project fora long time ‘re interested in the facts andlor ideas behind your work Like to think before you act, sometimes to the point of rot acting Find disruptions intrusive when concentrating on a task Develop ideas alone through reflection Like working by yourself or accasionally in a small group Luke solving new, complex problems Enjoy the challenge of learning something new Selelomn ignore insights but tend to overtook facts Like to do things you view as innovative Like te present an overview of your work fst Prefer change, sometimes radical. to continuing on withthe ‘ay things are ‘Work in bursts of energy following your inspirations Use values to reach conclusions Work best in harmony with others, concentrating on the people Enjoy meeting people's needs, ever in small matters Let decisions be influenced by your own or others’ kes and dsikes Are sympathetic and avoid telling people unpleasant things Look at the underiying values in tne situation ‘Want appreciation throughout the process of working on a task lant flexibility in your werke Enjoy starting tasks and leaving them open for last-minute changes ‘Want to include as much as possible, deferring needed tasks as long as you can Like staying open to experiences, got wanting t9 miss anything Postpone decisions so you can continue to search for options [Adapt to changing situations and feel restricted by too much staucture Use ists to remind yourself of possible things to.do Source: Adapt rom traduction to Type (ste by sabe rigs Myer, CPP. Inc, 1962EXTRAVERSION Communicate with energy and enthusiasm Respond quickly without tong pauses to think Converse about people things, and ideas in the outside word Sometimes need to moderate your delivery Seek opportunities to communicate with groups Like at least some carmunication to be face-to-face In. meetings, ike talking out lous to bul your ideas Lke evidence (facts, details, and examples] presented fst Want practical and realistic applications shown, with relationships between te facts clearly explained Roly on cect experience to provide information and anecdotes Use an ordery step-by-step approach in conversations Luke suagestions to be straightforwara and feasible Refer to specitic examples In meetings, follow tne agenda THINKING Preter tobe brief and concise Want the pros and cons of each alternative tobe listed Can be intellectually eritcal and objective Are convinced by cool, impersonal reasoning resent goals and objectives fst Use emotions and feelings as secondary data In meetings, seek involvement withthe task frst Wiont to agree on schedules, timetables, and reasonable deadlines Distke surprises and want advance warning Expect others to follow through, and count on that happening State your positions and decisions as fnal ‘Want to hear about results and achievernents Fcus on purpose and direction In meetings, concentrate on completing the task INTROVERSION: Keep energy and enthusiasm inside Pause and reflect before responding ‘Think through ideas, thoughts, and impressions Sometimes need to be drawn out Seek opportunities to communicate one-to-one Like at least some communication tobe in written format In meetings verbalize iceas that have been thought through INTUITION Luke global schemes, with broad issues presented first ‘Want to consider future possiblities and challenges Use insights and imagination as information and anecdotes ely om a roundabout approach in conversations Lke suggestions to be novel and unusual Refer to general concepts In meetings, use the agenda asa starting point FEELING Prefer tobe personable and in agreement ‘Want to know an alternatives impact on people and values ‘Can be appreciative and accepting of others ‘Ara convinced by personal authenticity Present points of agreement fst Consider logic and objectivity as secondary data Inmeetings, seek involvement with people frst PERCEIVING. Are willing to alscuss timetables but resist tight deadlines and unchangeable schedules Enjoy surprises and adapt to last-minute changes Expect athers to respond to stuational requirements Present your views as tentative and modifiable ‘Want to hear about options and opportunities Focus on autonomy and fexibiity In meetings, pay attention to how things are proceeding Source: Adapted from Toking in Type by Jean M,Kurnmerow, Cente or Applications of Peychologcal Type. 185,‘As mentioned earlier in this booklet, your four preferences—your choice from each pair of opposites—make up your four-letter Myers- Briggs type. When the eight preferences in the four pairs of opposites are combined in alt possible ways, 16 four-letter types result. ‘These 16 types are displayed on a type table, as shown here The type table is arranged as follows: EXTRAVERSION (E) in the two bottom rows INTROVERSION (Hin the two top rows SENSING (S) in the two left columns INTUITION (N) inthe two right columns THINKING (1) in the two outer columns FEELING (Fin the to inner columns SUDGING () inthe top and bottom rows PERCEIVING (P) inthe two inside rows “Type professionals like to group the preferences together indifferent ways, The following sections show three common groupings of the preferences,THE FOUR QUADRANTS OF THE TYPE TABLE (One way the preferences are often grouped is by quadrants of the type is in table. The quadrants combine Extraversion and Introversion (EI the way you direct and receive energy) with Sensing and Intuition (S-N; the way you take in information) and result in the preference pairs IS, IN, ES, and EN. The quadrants are related to leadership. learning, and work styles, as well as to es en Corporate culture and ways of handling change. pRere GKOUPIN TYPE TABLE IS | Thoughtéu alist IN { Thoughtft innovator “Through attention to what needs Going ‘Through ideas ‘Quist reflective, thoughtful Hours that are regular and scheduled Aaiinistraive focus: procedures are followed and exceptions noted Reliance on weltten words and policies Quiet, etlective, thoughtful Hours that can be sporadic Quasi-academic focus: independent of procedures Reliance on watten words ang research individual focus Practical considerations Intangible thoughts and ideals Learning focus What can be applied to current or anticipated reeds Learning for learning’s sake, forte joy of creating ‘something new By reading and abserving By reading ane reflecting Continuity, such as in administration and accounting Vision, such as in research and development Change Comes tom seeing the difference between what Comes internally fram their sone ofthe future should be preserved and what coule be changed Hote “Let's keep | “Let's think about i iferentyt™ ES | hetio ented Realist EN | fction-Oriewted tana Through action, doing ‘Through enthusiasm Work environment Energetic, outgoing, active Hours that are regular and scheduled Implementation focus: time is spent out ane about doing what works Reliance on spoken words leading to action Energetic, outgoing, active Hours that can be sporadic with bursts of eneray Cutting-edge focus: time is spent out there trying new things Reliance on spoken words leading to possiblities Practical actions ‘hati relevant that will halp them de theirjob better now Systems end relationships \Winat is engaging and fun that feeds their creativity and insight By doing By tlking/acting through ideas Results, such as in sales, production, and sanutacturing ‘Comes trom getting things to run more coffectively and efficiently Change, such asin marketing, promotions, and new ventures. ‘Comes from trying something diferent or novel “Lets doit “Lets change it" *Moltcs ae excerplad tom Organizational Fendencies by Earle Page, Cemer or Appicasons of Psyenoloaica Type, 1988,‘There may be some creative tension between the diagonals (IS versus EN, and IN versus ES). For example, while the ISs are saying, “IF it aint broke, don't fixit” the ENs are saying, ‘If ale't broke, break it” The INs may be so busy envisioning a possibility that they overlook the steps involved in its implementation—just the opposite of All four perspectives are needed and are valuable to organizations. When one or more perspectives are missing, organizational members can use the chart on page 6 to see how of where to supplement their view to ensure an optimal outcome. This does not mean that an organization needs to add a “missing type" to its group; rather, members, what the ESs are doing should be encouraged to use all perspectives. ‘The process pairs correspond to the columns of the type table, They combine Sensing and Intuition (S-Ni; the way you take in information) with Thinking and Feeling (T-F; the way you decide and come to conclusions). These combinations of preferences (ST, SF, NF, NT) are relsted to communication st sf nf nt style, problem solving, career choice, and organizational culture. Al four perspectives add value to an organization, When one or more perspectives are missing, people can use the chart below to supplement their view and ensure an optimal outcome. PREFERENCE GROUPING BY PROCESS PAIRS OR TYPE TABLE COLUMNS 0 prefer pte st Sensing + Thinking SF Sensing + Feeling NE Intution + Feeling Ineuttion + Thinking Focus en ‘what is the facts ‘mat isthe facts ‘What could be: What couls be the possibilities the possibilties Contrioute Policies and Intemal and external Ideals worth Theoretical concepts procedures customer service stewing for Have as2 goal Efficiency Helping others Empowerment Mastery Ask questions about Experience cont How witit be done, by ‘when, and row much oes k cost? Keeping track of data When work is not done correctly Having the structures hho wil afect, wie will doit. and how? Keeping track of data, especially data relating to people When people disagree Meeting people's How wititbe ‘communicated and sho wilt afect? Aiding arovetn anc development of seit ang others When values are Ignored or crossed Articulating values Winati the latest and ‘most relevant theory fr strategy? Medeting and simulating When principles are incorrect or faulty Making sure the in place needs clearly principles ae sound Went teamsto Bottom tine ‘Offering support Giving Systems focuson encouragement ay be found in Government, Service. healtncare, Communication, Start-up technologies ‘nee yeas of reduction, feaucation arts, counseling and» scientifc, academic construction develoomentANOT HER POPULAR GROUPING OF PREFERENCES sj ‘Another notable pattern of preferences can be found in many organizations. This unusval pattern combines Sensing with Judging or Perceiving (SJ or SPI, an Inttion with Feeling or Thinking (NF or NTI As you put ype to practical sp nf nt se, you may fnd it helpful to look for your particular pattem inthe chart below. This grouping of preferences is based primanly on observable clusters . ‘of behavior, which may be seen as “activity patterns.” 3} : sows TYPES Assn TE PERMEMTD SI GAvadvAhd SP ApTsaNS NF jDeausT> NT Gationacs “adiionai, “routiesnoote. aye Visionary arentect Sblizer consolidator negotiator Sefighter Spokesperson, ofsystems, bulder cnerozer Works Have a sense fduty. Actwitn cleverness —_-Persunde people ‘Ad ingenuity and responsi. loyaky. and timelessness Shout voues and ‘ogi te ideoe ane Senda ianiaions setions Todobertwors _noweage ofthe Freedom odo things Personal meaning Irina modes theynees Goslandwhatthey'@—asthey see St Sndcongruencemth —tochallenge tel Sipposed odo to wine they ae imagination get there Leaming sie Step-by-step with Active involvement Personalized and Impersonal and reparation orcarerk teetcurent needs emapinativewayeof analyte process for She future uy sallnareness personal mastery ‘ant ofhersta Hardworking and Resourcefland Authentic and Competent ana tevthemae rea Tsktakng inclusive topics Acinowiedgee for Aaminstatve Expedtiousnanciing —Sometningunque Strategic arate of consti expertise timely Stine outofihe-——oraspecaluison of compios tues output crdnary ane posse the unerpected jantto below Dependabity Spontaneiy tat Abit to nape fxperise ineudes soit of play others Gan getinto Too bureaucratic Too expedient “oo asain "oo competitiveBelow are lists of words, arranged in alphabetical order, often used in self-descriptions by people of each of the 16 types. Longer type descriptions appear on the following pages. SNAPSHOTS OF THE 16 TYPES In reading the incividual type snapshots, keep in mind that there are no ‘good! or “bag” types. The MBT! assessment identifies preferences, not abilities or sls, ‘As expressed in the descriptions that follow, each type: has something to offer and something to learn that ‘could enhance its contribution to the organization. st 1s epentible ease aecommoditng patient compassionate tense amayteal organized exiting reliable tales ‘racial concesual——_itiate autonorcus otal fact resend devoted protective creative leat ‘etermned priate logic sessiie ‘oa owiet eee menodial fim systems inde organized sedtast rmetiulous responsible determined fective global thoretcal practal though co¥gonzes trator idea senstve independent Ylonary ist? isFP mre ere adapable logical Hdapiable modest stopatle gentle sutonomeus precise avenurous practical caring observant commited ideaitie cogntie ——_sel-detemined 2epled ‘ease cooperative sestie cus ‘imaginative etched skeptical expedient resourceful ele sportneous ee ‘ntate independene spective ‘acta selidelernned —ramonious using ved loyal tot ssontaneous ‘odependent spontaneous yal understanding emptatic reticent tinal treated ese ESP uit ware actioned outgong aapiable outgoing esi ‘magratve tapve tinal capable persuasive cast play cats Independent ——anaytcal_—_ospoken adventurous progmatic cooperative practial ‘enegetc ata challenging questioning alert ck easygoing sociale fetuses ever resource easygoing spontneous enthuse tative cipressve spontaneous —=—eerpsing——_—stateie cenwrgetc sale frienaly tolerant fiety versatile independent theoretical esp ENED ecsive orgies conicendous response aprecatne ease tallenging objective direct practi cooperative cesponsie congenial Loyal controled opionated efficent resposibie oxmarious —_sodable Iplomatc ——oxgenize’ decisive antl yegarous ——stucured loyal symeathetc ——energebe.—parsonable cenergeve ——_staigtfonward togeal systematic personable ttl enthuse responsible ogi! stategc objective taskfocsed pan waionat ‘evpressie spore retodic toughened10 ISTJs are thorough, exacting, systematic, hardworking, and careful with detail, They enjoy working within organizations to improve procedures and processes, remaining loyal through both good and bad times. Work Style Leadership Style + Get things done steadily an on «Use experience and knowledge schedule lof the facts to make decisions © Concentrate on details and are © Build on reliable, stable, and careful about managing them consistent performance © Have things atthe right place at + Respect traitiona, hierarchical the night time ‘approaches, © Can be counted on to honor = Reward those who follow the rules commitments and follow through while getting the job done © Work within organizational «Pay attention to immediate and structure comfortably practical organizational needs Work Environments Problem-Solving Approach + Contain realistic, hardworking + Want to be thoroughly grounded people focused on facts and results Inthe facts (8) analyzed in a logicat + Provide long-term security framework (1) + Reward a steady pace and those: «+ May need to consider the impact who meet deadlines fon peaple (F) and search for more possibilities and other meanings (NI Ublize structure with systematic ee methods ‘ve task oriented and frm-minded © Offer quiet and orderly settings » Allow privacy for uninterupted Learning Style + Presented in a concrete and sequential style ‘work «Practical with applications that are ‘Type Dynamics’ Useful now S. Fiest T. Second Thc Ne Fourth —————— Potential Pitfalls Suggestions for Development ‘ee Type Dynamics: Order of ‘the Ment Processes ltr this May overiook the long-range +» May need to pay attention to wider, ‘books forthe exlaration implications in favor of day-to-day future ramieations of problems in operations addition to present reaities May neglect interpersonal niceties May need to consider the human » May become rigid in their ways and element and communicate thought of as inflexible and tess deserves appreciation ‘pen to innovation May need to ty fresh alternatives May expect others to provide the to avoid ruts same level of detail and conformto = May need to develop patience the same operating procedures, for those who communicate differently or who bypass standard ‘operating proceduresISTPs are pragmatic, aware of facts, expedient, realistic, and not likely to be convinced by anything but reasoning. They enjoy working independently, relying on logic and resourcefulness to solve immediate organizational problems. Actas troubleshooters, rising to Lead by taking action and setting meet the needs of the occasion an example Function as walking databases » Want everyone tobe treated as ‘of information in any area that an equal and to pul his or her interests ther own weight Figure out practical ways to get «= Respond quickly when trouble things done, overcoming obstacles arises, using the most expedient inthe way techniques = Remain cairn during crises and thus» Manage others loosely and prefer have aseting effect on others ‘minimal supervision themseives + Add expertise in areas of interest in» Operate from clear logical which they have technical skits principies Work Environments Problem-Solving Approach + Contain action-oriented people + Want to use their internal logic to focused on the immediate situation structure problems and solutions «Are project orienta and task (7) while attending to the facts and focueed species (5) + Pay atertion to whatis logical * May need to consider other possiblities (N) and the impact on ‘people (for optimal results Reward a quick response to problems Allow for hands-on experience Learning Style Offer freedom to do the job as 3 Sty they see ft + Lively and entertaining Foster independence and Useful content that can be autonomy practically applied in areas that are interesting to them Potentiat Pitfalls ‘Suggestions for Developer = May keep important things to May need to open up and share themselves and thereby appear concerns and information with uneoneemes others May lack follow-through, moving May need to develop perseverance ‘on before their prior effort bears cor communicate changes in fruit direction + May conserve efforts, be overly May need to plan and put in the expedient, and take shortcuts effort necessary to achieve + May appear indecisive, lacking desired results in interest, energy, and follow © May need to devise methods of through setting and meeting goals ‘Type Dynamics" See Type Dynanncs Order of the Moral Processes" later ths Dookte for further explanation a2 ESTPs are action-oriented, pragmatic, resourceful, and realistic individuals who prefer to take the most efficient route. They enjoy making things happen now and typically find a way through difficult situations. Work Style + Negotiate and seek compromise to ‘move things along ) Keep things lively; make things happen + Take a realistic and direct approach Embrace risk ina calculated way Notice and remember factual information Work Environments Contain ively, results-oriented people who value firsthand experience + Have rules, but space is given for ‘eviations © Allow tine for fun + Provide for flexibility in doing the job Have a technical orientation with all the fatest equipment + Are physically comfortable » Respond to the needs of the Leadership Styte + Toke charge readily in a crisis + Persuade others to their point of view + Exhibit a direct and assertive style + Take the most expedient route + Seek action and immediate results Problem-Solving Approach + Want to make a realistic ang concrete assessment of the stuation (5) and logically analyze the next steps (7) © May need to consider the impact con people fF ana search for alternate possible views (N) for optimal results| Learning Style + Active, hands-on, with some teal and error in determining ‘what works «Practical and focused on something they can apply now moment “Type Dynamics" Sa 1 Second - ~ ech ~— Potential Pitfalls Suggestions fer Development = May appear demanding, blunt, and Insensitive when acting quickly + May focus too much on the immediate anc miss the wider implications oftheir actions Nv Fourth See Type Dynamics: Order ot the Mental Processes" atrin ths May sacrifice follow-through by int ‘moving on to the next problem May get caught up in off-work insp > activities, such as sports and x other hobbies + May need to curb thelr task focus ‘and factor inthe feelings of others May need ta look beyond the quick fix, plan ahead, and consider the wider ramifications May need to complete the tasks athand + May need to keep work and play in the proper perspectiveESTJs are logical, analytical, decisive, and tough-minded, using concrete facts in systematic ways. They enjoy working with others welt in advance to organize the details and operations to get the job done. Leadership Style See, point out, and correct flaws * Seek leadership directly and take inadvance charge quickly Critique programs in a logical, + Apply and adapt past experiences objective way to solve problems Organize the process, product, © Get to the core of the situation and people to achieve goals crisply and directly + Monitor to determine that the job + Decide and implement quickly is done correctly Actas traditional leaders who + Follow tarough in a step-by-step respect the hierarchy, achieving way within the system Work Environments Problem-Solving Approach © Contain hardworking people + Want to logically analyze and determined to get the job done control situations (7) based on properly pertinent facts and relevant «= re task orientes and committed details (5) + Offer organization and structure *» May need to look at the broader picture (N} and the impact on people and themselves (F for optimal results| + Have team projects © Provide stability and predictability Focus on efficiency and productivity = Reward meeting goals, Learning Style «Active, hands-on, ané done ina structured way » Practical and focused on something they can use Potentiat Pitfalis Suggestions for Development May decide too quickly and May need to consider all sides pressure others to do s0 £00 before deciding, including « May not see the need for factoring in the human element Changing things that they believe © May need to pred themselves to are already working ook at the benefits of what others May overlook the interpersonal want to change niceties in getting the job done © May need to make a special effort «+ May be overtaken by thei to show appreciation to others ‘emotions when they ignore © May need to take time away from thelr own feelings and values for their work to reflect on and identify too long their feelings and values, Judging Type Dynamics" Te Fist 5. Second No Third Fourth Seo Type Dynamics Order of ‘ne Mental Process’ Inte in thie oak for further explanation 18“ Judging Fe Second 1 Third Ne Fourth ‘ee Type Dynamics: Order ot the Mental Processes ter in this Dookie or farther explanation ISFJs are sympathetic, loyal, considerate, and kind, and wilt go to any amount of trouble to help those who need it. They enjoy providing behind-the-scenes support and encouragement. Work Style + Take the practical needs of each person into account Use follow-through skills in carrying out organizational goals © Are patient, even painstaking and responsible with detail and routine © Expend efforts willingly to serve others © Have things atthe rignt place atthe right time Work Environments «© Contain conscientious people working on well-structured tasks * Provide security and predictability © Are clearly structured and organized ‘Maintain calm and quiet, with some privacy » Require a thorough approach ‘with adequate follow-through > Are personalized, kind, and considerate * Offer a service orientation Potential Pitfalls May be overly cautious, especially about the future May act in a manner that is not sufficiently tough-minded + May be undervalued because of their quiet, set/etfacing style May rly too much on their own experience and not be as flexible _asthe situation or others requite Leadership Style + Will step in to tead when needed, even though they may be reluctant at rst + Expect themselves and others to ‘comply with organizational needs and structures © Use their personal influence behing the scenes, + Follow traditional procedures and, rules conscientiously + Employ their eye for deta to reach practical resuts Problem-Solving Approach + Want to be thoroughly grounded in the facts (5), especially those that apaly to people and values (#) & May need to step back, consider what is logical (7) and search for more possibilities and other ‘meanings (N) for optimal results Structured and quiet with enough time to commit material to memory + Practical and focused on what wilt help people. Suggestions for Development May need to work at taking calculated risks and seeing the future in positive, global terms * May need to devetop more assertiveness and be more direct + May need to learn to publicize and spotlight their own accomplishments + May need to work at remaining ‘open to other ways of doing thingsISFPs are gentle, considerate, and compassionate toward those in need of help; they use an open-minded, flexible approach. They enjoy working cooperatively and harmoniously, but often on their own individual tasks. Wort Sey Leadership Style spore to the needs ofeach + Lead retctanty, pretering a person inthe organization as team approach, often acting 3 they aise coordinator Actto ensure others welt-being + Ure personal lyaty as @ means Infuse oy nto thelr work of motivating others «Bring people ond tasks together by Ofer more praise and support virtue of their cooperative nature than extticlsm: ay atention to how people are «Rise tothe occasion and adapt treatee townatis needed © Gently persuade by tapping into Work Environments ‘thers’ good intentions +» Contain cooperative people quietly ‘enjoying thele work Problem-Solving Approach © Allow for private space «© Want t0 reflect on what really ‘matters to themselves and others [Fi with a pragmatic view of facts and experiences (S) Have people who are compatible + Provide flexibility and security «= Are aesthetically appealing + May need to consider other «+ Include courteous co-workers Incerpretations and possibilities ~ Seek practical outcomes IN) and decide about things more ‘objectively (T} for optimal resuits Learning Style + Quiet with opportunities to ‘experience things directly © Practical and focused on what will nlp people Potential Pittalis Suggestions for Development + May be too trusting and unwiling + May need to develop more to question skeptic in analyzing others! + May avoid conflict by not entquing information others when needed + May need to learn how to give + May focus only on the present corrective feedback to others «elit, missing things in their {and manage confict fuller context © May need to develop a wider and May be overly self-critical and ‘more future-oriented perspective too easily hurt May need to be more assertive with others and more appreciative of themselves. Se Second N The ‘See Type Dynamics: Order of ‘he Mental recesses’ Yer ts bookdet for turner explanation 5See Type Dynamics: Order ot booklet fer further explanation. ESFPs are friendly, outgoing, fun loving, likable, and naturally drawn toward others. They enjoy working in groups with other lively, fast-paced people, as well as offering alternatives based ‘on common sense. Work Style + Bring energy. enthusiasm, and 3 spirit of cooperation Present a positive image of the organization © Offer action, excitement, and fun Link people, information, and + Accept and deal with others as they are, even treating them generously Work Environments + Contain energetic and easygoing people focused on present realities «Ate lvely and action oriented Foster a fast pace * Include people who are adaptable and spontaneous ‘Emphasize being harmonious, frendly, and appreciative © Are upbeat and social © Look attractive and colorful Potential Pitfalls + May overemphasize subjective data inan effort to maintain harmony © May ump into things without frst reflecting on what is at hand = May spend too much time socializing and neglect tasks = May not always fnish what they start Leadership Style « Lead by promoting goodwill and teamwork refer managing intial steps of aproject * Deluse tense situations by putting people at ease ‘> Make things happen by focusing on immediate problems Facilitate effective interactions ‘among people Problem-Solving Approach + Want to makea realistic and concrete assessment of the situation (S), especially about people (F) + May need to add objectivity (7) and a fong-range vision of what else ‘might be IN) for optimal results Learning Style « Interactive with ample time to talk through new information + Practical with content they can try out to see what works Suggestions for Development + May need to include Logical implications in their decision ‘making in order to depersonalize conflict » May need to plan ahead when managing work > May need to balance task and socializing time + May need to work on project and time management slsESFis are helpful, tactful, compassionate, and orderly. They place a high value cn getting along with others and enjoy organizing people and projects to help complete the tasks at hand. Work Style «Bring a service orientation and attitude Pay close attention to each ‘person's needs, desiring to please + Complete tasks in atimely and accurate way «© Respect rules and authority, + Handle day-to-day operations efficiently Work Environments Contain conscientious, cooperative people arientes toward helping others + re goal oriented, with helpful procedures in place + Reward organization and efficiency * Encourage friendships + Are appreciative and outgoing + Foster interpersonal sensitivity and caring + Include both facts and values Leeda + Lead by giving personal attention toothers Gain cooperation through good relationships + Keep people well informed + Set an example of hard work and follow-through © Uphold organizational traditions Probl ~Solving Approach + Want to consider values and the impact on people (F} as well as pertinent facts and useful details (5) + May need to identity other interpretations ana meanings iN) and to logically and dispassionately analyze them (1) for optimal results Learning Style + Structured, participative, and ‘personable with ample time to talk through new information + Practical material with known ‘applications Potential Pitiatls ‘May avoid conflict and pretend problems dont exist + May ignore their own priorities because of a desire to please ‘others ‘May prescribe what they assume is best for others or the organization + May not always take the time to step back, be objective, and see the bigger picture Suggestions for Development + May need to pay attention ‘0 disagreements and manage conflict © May need to factor in their personal reeds and wants © May need to listen more objectively to what is really needed © May need to consider the logical dalobal implications of their decisions See" Type Dynamics Order of the Mental Proce lterin thie booklet for turner explanation, ”‘Type Dynamics’ No fie Fe Second T Third S. Fourth i ih i> INFds are compassionate and insightful, trust their visions, and quietly exert influence. They enjoy working atone or in compatible small groups using their inspirations for people's, growth and development. Work Style «Provide future-oriented insignts directed at serving human needs + Follow through on commitments ‘Work with integrity and consistency «Use periods of solitude and concentration to come up with creative leas + Organize complex interactions between people and tasks Work Environments + Contain people strongly focused fn ideals that make a aifference to human well-being + Provide opportunities for creativity and expressing their values + Encourage harmony and consideration + Have smooth-running processes respectful of people's needs + Reward personal insights + Foster quiet with time and space for reftection + Are organized and planful Potential Pitfalls May notice the'r ideas being overlooked and underestimated © May not be forthright with erticisen May be reluctant to intrude on cothers and thus keep too much to themselves «© May operate with single-minded concentration for what they believe Is best for the future Leadership Style «Lead through their vision of what is best for others and the organization © Win cooperation rather than demand it Usiize a quiet, intense, and persistent course of action’ toward strategic objectives + Work to make thelr inspirations real + Motivate others toward their ideals Ina determined manner Problem-Solving Approach + Want to identity an internal vision of what is possible (N, especially in relation to people and values () + May need to include objective views of their vision ofthe future {T)as well asthe detais needed tomake it realty [5] for optimal resutts Learning Style + Individualized and reflective so depth can be attained + Focused, structured, and complex with an emphasis on concepts and relationships Suggestions for Development May need to develop politcal savvy and assertiveness skills to help them present their ideas © May need to learn to give constructive feedback to others on a timely basis © May need te solicit feedback and suggestions along the way » May need to relax and be more ‘open to the present situationINFPs are open-minded, idealistic, insightful, and flexible individuats whe want their work to coritribute to something that matters, They enjoy working by themselves or in small groups where they can be creative. © Communicate and persuade based fon their iceals Draw people together around 8 common purpose Work to find matches for people in organizations + Seek new ideas and possiblities for the organization ‘Quietly push an organization to uphold its values Work Environments = Contain pleasant and committed people focused on important values + Have a cooperative atmosphere + Allow privacy as well as collegiality Provide flexibility with minimat routine «= Ate nonbureaucratic + Foster calm and quiet Allow time and space for reflection Potential Pitfalls + May delay completion of tasks because of perfectionism May try o please too many people © May not adjust their ideals to the facts and logic ofthe situation + May spend more time in reflection than in action gadership Style «Take a facilitative approach © Prefer unique leadership roles to conventional ones » Work independentiy toward their Are mote likely to praise than to critique others «© Encourage people to act on their ideals Problem-Solving Approach + Want to reflect on what i rally important to them and others (F) and to seek out creative possioities (N) + May need to gather factual data {5} and decide about things more objectively (T] for optimal results Learning St + Quietly engaging their interests, and imaginatively presented Flexible and focused on their ‘own and ethers’ development Suggestions for Development + May need to lear to work with what is rather than search for an Ideal response © May need to develop more tough- mindedness and a willingness to sayno © May need to factor in facts and logic along with their personal values May need to develop and Implement action plans ‘Type Dynamics’ First Second N s Thee 7. Fourth ‘See Type Dynamics. Order of the Mental Processes" later inthis bakit for further explanation tah > Cap fe ip ite > ~ wes sto enfp“enfp onto > INTJs are independent, individualistic, single-minded, and determined individuals who trust their vision of possibilities regardless of universal skepticism. They enjoy working by ‘themselves on projects that are complex. Work Sty «Provide theoretical insights and design skills Organize ideas into action plans «© Work to remove obstacles 10 goal attainment Have a clear vision of what the ‘organization can be Push everyone to understand the system as a whole, with its ‘complex interaction among parts Work Environments + Contain decisive, intellectually challenging people focused on Implementing long-range visions + Allow independence and privacy forreflection + Ate efficient «Include competent and productive people + Encourage and support autonorny «Provide opportunites for creativity + re task focused and deliberate tial Pitfalls © May appear so unyielding that others are affid to approach or challenge them May keep their ideas to themselves for too jong, believing others see things the same way May have ditfculty letting go of impractical ideas May be so task focused that they pay scant attention to others contributions Leadership Style «Drive themselves and others to attain the organization's goals, © Act strongly and forcefully in the field of ideas © Can be tough-minded with self ang others Conceptualize, create, and bulld new models -Are-wiling to relentiessly reorganize whole systems when necessary Pre jem-Solving Approach + Want to use their internal vision for strategies, systems, and structures (N), which they have objectively determined (F) + May need to include the input of others (F} and the details needed to make their visions a reality (5) for optimal results Learning Style + Individualized, reftective, and in-depth in their areas of interest + Intellectual, theoretical, and focused on the big picture First Suggestions for Development + May need to solicit feedback and suggestions on both their personal style and their ideas = May need to communicate with ‘and involve others in theirideas ‘and strategies early on = May need to face realty when the data do not support their ideas May need to make sure that others” contributions are encouraged and acknowledgedINTPs are rational, curious, theoretical, and abstract, preferring to organize ideas rather than situations or people. They enjey working atone with ample autonomy for their own ideas and methods. ri Leadership Style Design tagical and complex «Lead by conceptually analyzing systerns problems and goals Demonstrate expertise in tackling «Apply logical systems thinking intricate problems Allow for autonomy and [Add short- and long-range Independence for themselves intellectual insight and others + Apply logic, analysis, and evtical «Relate to people based on thinking to ideas ‘expertise rather than postion © Concentrate on core issues + Seek to interact at an intelectual rather than an emotional level Environments + Contain independent thinkers Problem-Solving Approach focused on solving complex + Wantto use ther itera logic to probiems structure problems and solstons «Allow privacy, wth plenty of tne Twn searching for possible and space to tink options 60 + Foster independence and + May neesto ay attention to originality of tought present realy and data () 25 ‘well as to the needs and wants «= Provide flexible policies and etothers (F) for optimal results procedures = Are quiet, with as few meetings as possible Learning Styte © Have unstructured and ‘neividualized with no set nonbureaucratic ways beginning or end, following their ‘own interests in depth + Broad, conceptual, and challenging to their intellect Reward self-determination iat Suggestions for Development + May be too abstract and therefore «May need to focus on practical unrealistic about necessary fellow- details and develop concrete steps through for implementation © May overintellectualize and © May need to state things more ‘become too theoretical in their simply ‘explanations: May need to yield on minor = May pay too much attention points in order to gain the needed to minor inconsistencies at the ‘cooperation of others expense of teamwork and harmony say need to learn more about © May turn their critical analytical cothers and express appreciation thinking on people and act of them impersonally ‘Type Dynamics" 1 Fie ‘ee Type Dynamics: Order of {he Mental Proceess iter i hs 23‘Type Dynamics" Ne Fist ‘ee Type Dynamics Order of Dake forturther explanation 28 ENTPs are innovative, strategic, versatile, analytical, and ‘entrepreneurial. They enjoy working with others in start-up activities that require ingenuity and unusual resourcefulness. Work Styis + View limitations as challenges tobe overcome + Provide new ways to do things + Bring a conceptual framework to problems. + Take initiative and spur others on Enjoy complex challenges that adaress future needs Work Environments + Contain independent people ‘working on models to solve ‘complicated problems + Provide for flexibility and challenge + Are change oriented ana nonbureaucratic + Have competent people + Reward risk taking + Encourage autonomy and freedom of action Focus on the big picture Potential Pitfalls «May become lost in the model, forgetting about current realities and details » May be competitive and Unappreciative of others’ input © May overextend themselves to the point of burnout © May resist standard procedures Leadership Style + Develop theoretical systems to ‘meet organizational needs * Encourage independence in others. Apply logic and find models for change + Use compelling reasons for what they want to do Act as catalysts between people and systems Problem-Solving Approach + Want to explore future possibilities ‘and patterns (N) and logically analyze the pros and cons for each (7) + May need to include what people |want and nees (F} and the relevant facts and details 5) or optimal resuits Learning Style + Active, conceptual and expertly taught + Challenging and big-pieture focused Suggestions for Development + May need to pay attention to the here and now and the essential, facts + May need to acknowledge and validate others’ contributions and value as people «May need to set realistic priorities and time lines and know when to stop + May need to recognize the value of procedures and traditionsENTiJs are logical, organized, structured, objective, and decisive about what they view as conceptually valid. They , 2 enjoy working with others, especially when they can take bf Toney charge and add a strategic plan. Signer shed Worle Style Leadership 5 : Develop well-thought-out plans Initiate an action-oriented, « Provide structure to the energetic approach organization »- Provide long-range plans to Exty ) Design strategies that work toward the organization : ‘broad goals « Manage directly and are tough 1 + Take charge quickly and do when necessary what it takes + Enjoy complex problems and © Deat drectiy with problems caused managing them resourcefully by confusion and ineficiency «Run as much of the organization as possible Worl Environments + Contain results-oriented Problem-Solving Approach independent, and competent « Want to logically analyze and people focused on solving control situations (7) bases on an complex problems internal understanding of what = Are goal oriented could be (NI + Have efficient systems and people * May want to include a realistic determination of the actual facts {S) and to consider the impact ‘on people ang themselves (F) for optimal results + Provide challenges with a direct payott for effort, = Reward decisiveness «= Include tough-minded people = Offer structure and focus onuseof Learning Style ‘amaster plan += Cutting-edge and theoretically based, delivered by experts ‘Type Dynamics’ © Open to challenges and questions TS Te First Potential Ptfaits Suggestions for Development + May overlook people's needs + May need to factor in the human and contributions in thelr focus on element and appreciate others the ask contributions estes yneni cicero » May discount pragmatic + May need to check the practical, the Mena Procese' te ns considerations and constraints personal and stuational resources Bootiet tor thereon + May decide too quickly and appear avaiable before plunging ahead : A impatient and domineering + May need to take time to reflect int «+ May ignore and suppress the own and consider all sides before ON and others feeings deciding Ce ip inp >< np © May need to lear to identity and So NS value feetings in both themselves Lohah> * “nto eafp ano ont, and others e ZA ES Ps Cent x oo ont ED 2sdype Dynamics: ‘More than just a shorthand designation for four preferences, each Myers-Briggs type represents the dynamic interaction of the preferences with one another. Every person is more comfortable using some of the preferences than others, Those favorite preferences tend to become better developed and more relied on than the others. As explained below, itis possible to predict the order in which any individual will develop and use some of the preferences the four preferences known as the mental processes. See the chart titled “Order of the Mental Processes for Each Type" later in this chapter for your type's order ‘The two middle letters of your Myers-Briggs personality type show the two mental processes that make your type unique. You use these processes in one of the two mental activities your mind s involved in whenever itis active: taking in information and coming to conclusions, Order of the’Mental Processes FECTS OF i INTROVERSION ON THE FAVORITE PROCESS People use their favorite pracess, also known as the dominant function, mostly in their favorite world. That is ityou are more energized by interacting in the outside ‘world (Extraversion, then that is where you use your favorite process. if you are more energized by reflecting ‘on your internal world {introversion), then that is where you use your favorite process. So, Extraverts use their favorite process in their extraverted world, and Introverts use their favorite process in their introverted world, For example, £ST2s have Thinking as thelr favorite process, Because they have a preference for Extraversion, ESTs typically express their logical reasoning and conclusions out ioud. On the other hand, ISTPS also have Thinking as their favorite process, but they use it primarily in their internal world (Introversion), Therefore, ISTPs have a logical framework mostly in their head ordering their thoughts. Other people may not always hear thelr reasons for coming to the conclusions they do. SS Taking In Information Coming to Conclusions For each type, one of these mental processes takes the lead, oris the favorite process. An analogy may help ilustrate the importance of the favorite process. No organization can operate well without a sense of direction and purpose, The sare holds true with a personality: few people can be effective or consistent without one of the mental processes taking the lead. 26 SECOND PROC The other of your middle two letters is your second process. Ithelps out and supports your favorite process. To continue the analogy, all organizations need at least {wo things to survive and be effective: good information {and good decision making about that information, The same is true within each person. Thus if people use their favorite process to take in information (Sensing or Intuition), then they use their second process to come to conclusions about that information (Thinking or Feeling) and vice versa,‘The second process, also known as the auxiliary function, helps provide balance to our personality in another providing ways to both act lextravert) and reflect (introvert). The favorite and second processes are used in opposite ways. Ifthe favorite process is extraverted, the second process will be introverted. Ifthe favorite process is introverted, the second process will be extraverted, So, for ESTJs, the information for thelr decisions comes from their introverted Sensing, that is, rom their past experiences, information about what others have done, and so on, For ISTPs, the information| {or their introverted Thinking decisions comes from cextraverted Sensing, that i, from what their current ‘experience is and what others are doing, ‘Away to think about this is to consider the leader of ‘an organization, Some leaders focus primarily on the outer world (Extraversion). They concentrate on those people or things in the environment that might affect the organization. This kind of leader needs people to help ‘maintain the internal (Introversion) functioning of the organization. Other leaders prefer to direct their energies primarily to the internal {Introversion) organization and Gelegate much of the external (Extraversion) monitoring to others, IRB PROCESS Even though they arent listed in your four-letter type. you also use the other two mental processes at times, For example, if the tivo midale letters of your type are S ‘and T, you also use N and F atleast some of the time, ‘Your thied process or tertiary function, isthe preference ‘opposite your second process. For instance, if your second process is Sensing (9), your third process is. Intuition (Nb, Your third process may appear in both introverted and extraverted forms, ESTIs use their third process, Intuition, both to see possibilities for the future ‘of the organization and to develop an inner vision around that future, ‘Your fourth process, or inferior function, is the process ‘opposite your favorite process. For example, if your favorite process is Feeling, your fourth process is Thinking. Ifthe favorite process is extraverted, the fourth process will be introverted, and vice versa, It ‘may be helpful to think about the fourth process as having two forms «© The fourth process is a way to tap Into a deeper awareness of yourself, Ukely to become more portant to you at midlife. ESTIs, whose fourth process is introverted Feeling, will use the fourth process to tune into whats really important to them and others. They may become interested and Involved in mentoring others and helping in the ‘community. These actions tap into their introverted Feeling as they seek ways to live out their values, + When people are under extreme stress, itl, or otherwise not acting like themselves, the fourth process may show up in negative or inferior ways. ‘This means that for ESTs the characteristics of introverted Feeling, such as knowing what is really important, take over their personality, but with a negative twist, For example, ESTs may suddenly become hypersensitive and take things too personally, forgetting their usual logic. See the chart ‘at the end of this chapter for typical ways different types show their fourth process in these less-than= ideal circumstances, 27EXAM Putting it all together, consider INFPs (the opposite to STIs). INFPs favorite process is Feeling, Because they prefer Introversion, they use their Feeling preference primarily in their inner world, Therefore, INFPS' likely focus is on deciding about ideas related to people using their internal, people-centered values. INFPS’ second process is Intuition, which they use primarily in the outer world. Their Intuition provides ideas and possibiities, to help them make decisions, INFPS' third process is. Sensing, and their fourth process is Thinking, INFPs might choose to delve into the logic af the situation, perhaps by ‘getting involved in academic or scholarly pursuits. When Under stress, INFPs may have difficulty identifying the applicable logical principles In MBTI terms, the order of mental processes for INFPSs is 4. Feeling (introverted) 2 Intuition extraverted) . Sensing (extraverted or introverted) 4.Thinking (extraverted) ORDER OF THE MENTAL PROCESSES FOR EACH TYPE INTROVERSION Remember, people with a preference for Introversion are more likely to show thelr second process to others because their favorite process is used mainly inside in their favored introverted world, What you see with, those who prefer Introversion is not always what is most Important to them. For example, INTJs often show others their extraverted Thinking, with its characteristics of logical structure ang analysis. Others may not realize that INTUs' favorite process, introverted Intuition, with its vision for future possibilities, is realy in charge. People may experience 10s (the top row in the type table] 2s having their minds made up because they use thelr decision-making process (Thinking or Feeling) in the ‘external word, IPs (the second row in the type table) may seem more adaptable than they actually are ona given issue because they extravert the process they use for taking in information (Sensing or Intuition ST Isha 1, Sensing 1. Sensing (| 1. Intuition () 1. Intuition 2, Thinking fe} 2. Feeling (e) 2. Feeling te) 2. Thinking e) 3. Feeting fer) 5. Thinking (e or 3, Thinking feor 3. Feeling (eor 4 Intuition () 4, Intuition el 4. Sensing el 4. Sensing (e) P INP 2. Thinking () 1 feeling (i 4. Feeling 1. Thinking @ 2. Sensing ie) 2. Sensing le} 2. Intuition feb 2. Intuition fe) 5. Intuition fe or 3 intution fe ori) 5. Sensing fe ori) 5, Sensing fe ori) 4, Feeling le) 4. Thinking Ce 4, Thinking fe) 4. Feeling e) Fg NTP 1. Sensing et 1. Sensing (e) 1. Intuition fe) 1. fatuttion et 2, Thinking () 2. Feetng 2 Feeling () 2. Thinking (i 5. Feeling ear) 3, Thinking er 43. Thinking or) 3. Feeling e ori) Intuition) 4. Intuition ) 4, Sensing () 4, Sensing (i) 1. Thinking fe) 1. Feeling te) 1. Feeling 1. Thinking fet 2 Sensing () 2 Sensing 2 tuition i 2. Intuition () 5. Intution{e ort) 3. Intuition (e or 3. Sensing (ori) 53, Sensing fe ori) 4, Feeling 4, Thinking fi) 4, Thinking 4. Feeting 28When people whose favorite process is Thinking or Feeling are using their fourth process in a negative or Inferior way, encourage them to take a break. Then invite them to gather the relevant facts andlor consider possible options —in other words, to use their second and third processes of Sensing and Intuition. When people whose favorite process is Sensing or Intuition are using their fourth process in a negative or inferior way, encourage ther to take a break. Then invite them to consider which facts and possibilities are the ‘most logical and/or the most important ones to act on~ Jn other words, 0 use their second and third processes of Thinking and Feeting, ‘CHARAC? ISTICS AND CONSEQUENCES OF THE FAVORITE (°2) AND FOURTH (°4) PROCESSES when Sensing is“ anc Youre key to Under stress, you may Intuition is *4, a8 Recognize the pertinent facts {Become caught ina rut, rehashing the same detalis IST, ISF9, ESTR. and ESFP, apply experience to problems Get stuck, ose common sense, and not see you ae tikely to have the possible ways out Notice what needs attention clearest awareness of keep wack of essentiis View te future in negative terms what is Handle problems with eats Turn unduly pessimistic When Intuition is “1 anc You are ikely to Under stress, you may ‘Sensing is "4, as in Recognize new possibites Become overwhelmed with ideas and possibities, INT. INFI.ENTP. and ENF, Come up with new solutions to allegually enticing {you are likely to have the problems (Obsess over unimportant detalls ‘clearest awareness of Delight in focusing on the future Become so preoceupied with one relevant fact that what could be, ithecomes your whole focus Watch for adltional ideas Eagerly start inon something new Ovendulge the senses, with excessive eating, crinkin, ‘exercising, watching TV, etc to avoid facing realty ‘When Thinking is “4 and You are tkely Under stress, you may Feeling is “4, asin Analyze the situation Become opinionated and unwilling to change your ISTP, INTP. EST, and ENTS, point of view you wetieytohave he ols conuistonty toa principle Have unerpected and urcontoted emotional Weigh the pros and cons Fing flaws in aavance what is logical Be hypersenstive to “suspected” lights Stang Frm agarst oppostion, Take crtciem very personally When Feeling is *4.and Youare likely 0 Under stress, you may ‘Thinking is "4.25 in Empathize with people Stop listening to and accommodating others ISFP.INFP, ESF, and ENF, ga concerned about how others Become so censlive to conflict that you ignore you are likely to have the wilteet or avoid it Clearest awareness of Allow for extenuating circumstances Be hyperrtical find faut with almost everything, what matters. NCoomanots vay rnponart but in an logical manner ‘Act domineering, taking charge without a thought [Appreciate each person's Act dori Remember, f you have a areference for Extraverson (E, you often show the characteristics of your favorite process asin the “You are likely (0 column above, to others, f you have a preference for Introversion {), you often use these characteristics internally; therefore ‘they may be less evident to others, As 9 general rule, this may mean you need to work harder to communicate this information to Remember, the fourth process typically shows tet in this negative or inferior form see right column! when you are unl stress, for faligued. These are only few of the more commen forms of the fourth process. Source Lett column saapted fom Introduction to Type" iste) by Habel Biggs Myers, CFP, Ine, 1962. 29Consciously using the four MBT! mental processes can be helpful for both individuals and teams when they are working on problems and making decisions. Although this may seem straightforward, it can actually be difficult to fully implement because people have a tendency to skip over the parts of decision making that require them to use their tess preferred (*3 and *4) processes. Decisions are usually made by emphasizing your favorite process and ignoring your fourth process. ‘Abetter decision is tkely to resultif you use all four of the mental processes. ‘See the problem-solving model below. The model is presented as a circle to show that you can begin at any point and move in any direction according to your ‘own order of mental processes, You are likely to start ‘with your favorite process (*, proceed to your second process (2), and pay ttle atention to your thir anc fourth processes. PROBLEM-SOLVING MODI THINKING » & © 1 | sensinc @ @ wn TION Source: Mosel adapted ram the works of lesbo riggs Myets. 30 NG TH! PROBLEM-SOLVING MODEL better solution results if you pay attention to all four mental processes. Ultimately al points in the circle need to be covered, Asking land answering) the questions listed on the next page can be one way of doing so, For example, ENFPs may search for the possibilities (PLN), then consider their importance ("2 F. Ideally ‘they will continue by considering the logic (*3 7) and the facts ("4 ). Until you master the problem-solving model, it might be \wise for you to consult others of opposite preferences: ‘when making important decisions, or to pay particular attention te the contributions of your third and fourth processes. Likewise, fa team is overloaded with certain types, pay particular attention to the preferences that are: missing, Similarty, consultations with others of diferent types may prove beneficial Finally, follow these steps: © Use Introversion (I) to allow time for reflection at each step along the way. » Use Extraversion (E) to discuss each step before ‘moving on. += Use Perceiving (P) in each step to keep discussions ‘and options open, not cutting things off prematurely + Then use Judging (2) to make a decision and determine a deacline and schedule.What is the problem similar to? How dig this problem occur? ‘what ae the veriable facts? What exactiy is the situation now? ‘What has been done ane by whom? What already exists and works? ‘what can | interpret from the facts? What insights and hunches come to ming about this situation? What would the possibilities be if there wereno restrictions? What other drections/telds can | explore? ‘What ae the pros ané cons of al the alternatives? ‘What are the logical consequences of the options? What ae the objective criteria that need to be met? ‘What are the costs of each choice? ‘What isthe most reasonable course of action? How wil the outcome afect the people, process and organization? What do lke and cistike about each alternative? How wil others react and respond tothe options? What are the underlying values involve for each choice? Wo is committee to carrying out the solution? Although any type can perform any role, each type tends to gravitate toward particular styles. You function best when you can adopt a style that allows you to ‘express your preferences. When you are forced to use a style over a (ong period of time that doesn't allow for, ‘or cal on, your preferences, inefficiency and burnout ‘may result. So, although you can adopt a different style when needed and call on different preferences when appropriate, you will contribute most when you are using your own preferences. Basically, our message is: Go with your strengths.